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Project Manager : June July 2011
Project Manager 10 IN DEPTH Accredit to ’em Project Managed Organisation (PMO) accreditation was awarded to the SA Department of Transport, Energy and Infrastructure (DTEI) this year following rigorous assessment by the AIPM. The award recognises organisations that are committed to continually improving their project management capabilities. Lou George, Director Projects, explained why DTEI originally sought PMO accreditation in 2006. “ We looked at whether our project managers should become accredited and realised the best way to do it was to ensure the Department’s internal systems were accredited. “ We also wanted to demonstrate the credibility of our systems to our political masters.” He went on to explain that the size of the Department’s project portfolio – worth around $1 billion per year – attracts a responsibility to demonstrate a certain level of competence. “The independent assessment by AIPM benchmarks our project management competency, enables us to demonstrate we have the systems and culture required to manage a large portfolio, and gives our Minister confidence that we can deliver on major projects.” Since 2006, the DTEI’s inhouse systems have been reassessed. It has achieved a higher average assessment score – from 3.2 in 2006 to 3.4 in 2011, which indicates strong continuous improvement in project management processes. Leadership and Innovation were assessment areas that showed marked improvement, said George, who credits an internal focus that clarified and promoted the role of project sponsors within the organisation. “ We wanted key executives to understand more clearly what their responsibilities were in the area of project management ... we created a project sponsor role and set a number of policies and processes that ensure sponsors are accountable and supportive of their project managers. “The key policy of ‘no sponsor, no start’ for example, brought about real culture change.” He continued: “We are striving for continuous improvement. This is a busy time in terms of project delivery and there are various areas – like HR management and project scheduling – that were identified in the AIPM assessment as opportunities for improvement that we will be taking a close look at.” The need to invest in project management improvement has a strong business case, added George. “With resource constraints, it’s a real balancing act ... but there are clear business benefits in investing in improved project delivery.” AN INDEPENDENT ASSESSMENT BY AIPM ... GIVES OUR MINISTER CONFIDENCE THAT WE CAN DELIVER ON MAJOR PROJECTS How organisation-wide accreditation has improved project delivery at the SA Department of Transport, Energy and Infrastructure. The Bakewell Underpass project in Adelaide is being undertaken by the Department for Transport, Energy & Infrastructure
April May 2011
Project Manager Aug Sep 2011